Me or We: The Effects of CEO Organizational Identification on Agency Costs

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Examining the influence of corporate governance on intellectual capital efficiency: Evidence from top service firms in Australia (2015, background): “Boivie et al. (2011)note that theCEOaschairpersoncancontrol theagendaofboard meetings to advance his or her personal interest.”
Top Management Conservatism and Corporate Risk Strategies: Evidence from Managers' Personal Political Orientation and Corporate Tax Avoidance (2015, background): “by directly measuring executives’ attitudes with surveys (Boivie et al., 2011) or by using proxies that more cleanly capture executives’ cognitive states such as narcissism (Chatterjee and Hambrick, 2007), core self-evaluation (Hiller and Hambrick, 2005; Simsek, Heavey, and Veiga, 2010), or emotions”
Toward a Configurational Perspective on the CEO (2016, background): “That is, some scholars have noted that certain corporate governance mechanisms—particularly those that impose structural limitations on the CEO’s ability to exercise autonomous control—appear to reduce identification (Boivie et al., 2011; Lange et al., 2015).”